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# Chapter 7 Leader–Member Exchange Theory   155

LMX 7 Questionnaire
Instructions: This questionnaire contains items that ask you to describe your
the items, indicate the degree to which you think the item is true for you
by circling one of the responses that appear below the item.

1. Do you know where you stand with your leader (follower) . . . [and] do you
usually know how satisfied your leader (follower) is with what you do?

1 2 3 4 5

needs?

1 2 3 4 5

## Not at all A little Moderately Mostly Fully

1 2 3 4 5

4. Regardless of how much formal authority your leader (follower) has built
into his or her position, what are the chances that your leader (follower)

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## 5. Again, regardless of the amount of formal authority your leader (fol-

lower) has, what are the chances that he or she would “bail you out” at
his or her expense?

1 2 3 4 5

## 6. I have enough confidence in my leader (follower) that I would defend

and justify his or her decision if he or she were not present to do so.

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(follower)?

## Extremely Worse than Average Better than Extremely

ineffective
average           average effective

1 2 3 4 5

## By completing the LMX 7, you can gain a fuller understanding of how

LMX theory works. The score you obtain on the questionnaire reflects
degree to which your relationships are characteristic of partnerships, as
described in the LMX model.

## You can complete the questionnaire both as a leader and as a follower.

In the leader role, you would complete the questionnaire multiple times,
assessing the quality of the relationships you have with each of your fol-
lowers. In the follower role, you would complete the questionnaire
based on the leaders to whom you report.

Scoring Interpretation

## Although the LMX 7 is most commonly used by researchers to explore

theoretical questions, you can also use it to analyze your own leadership
style. You can interpret your LMX 7 scores using the following guidelines:
very high = 30–35, high = 25–29, moderate = 20–24, low = 15–19, and
very low = 7–14. Scores in the upper ranges indicate stronger, higher-
quality leader–member exchanges (e.g., in-group members), whereas
scores in the lower ranges indicate exchanges of lesser quality (e.g., out-
group members).